How RPA and Business Process Analysis Work Together
RPA serves to automate parts of these business processes that are manual and repetitive in nature. As such, RPA’s success hinges on the ability to carefully analyze processes, identify the repeatability portions, create pre-RPA and post-RPA process mapping, and implementing the future-state of the process. Business process analysis is a critical success factor and a core skill needed in your RPA team.
A business process analysis is of course best suited to fully optimize an organizations value chain between sections 1-4. In doing so, BPA makes graphical modeling languages available, such as Business Process Modeling Notation (BPMN), and Value-Added Chain Diagram (VACD), to examine and document business processes using the ideal industry standard. Standard operating procedures and leadership responsibilities reside in sections 3 and 4 of this hierarchy, and include activities that require uniformity, management, and processes that have innovative opportunities.
Section 5 is where RPA and business process analysis truly work hand-in-hand. Automating routine processes allows the human counterpart to work on more innovative tasks that are encompassed in BPM. If an RPA integration can oversee and control standard operating procedures (which is a sizable area of an organization), BMP can serve to possibly automate other business processes, such as policy underwriting and asset management.